Beruflich Dokumente
Kultur Dokumente
Objectives
MBO
Goal specificity
participative decision making
an explicit performance/evaluation period
feedback
Management By Objectives
(MBO)
Is a four-step process in which
1. Managers and employees jointly set
objectives for the employee
2. Managers develop action plans
3. Managers and employees periodically
review the employee’s performance
4. The manager makes a performance
appraisal and rewards the employee
according to the results
Three Types of Objectives Used in MBO
Improvement Objective
“Increase sport-utility sales by 10%”
Personal Development Objective
“Attend five days of leadership training”
Maintenance Objective
“Continue to meet the increased sales goals
specified last quarter”
MBO Requirements
Divisional
objectives Consumer products division Industrial products division
Departmental
Customer marketing research
objectives production sales development
service
Individual
objectives
Management by Walking
Around
Management By Walking
Around
Develop a broad network & sources of information,
both formal & informal
Formal channels
Talk with key subordinates
Read written reports
Glean statistics from latest operating results
Get feedback from customers
Watch competitive reactions of rivals
Informal channels rely heavily on MBWA
Visit the “field” regularly, talking with many people at all
levels
MBWA
Problems addressed - Main managerial productivity
problem of many companies is that managers are
remote from the detail, out of touch with their people
and their customers. As W. Edwards Deming, an
American who introduced the idea of quality
management to the Japanese, put it: "If you wait for
people to come to you, you'll only get small
problems. You must go and find them. The big
problems are where people don't realize they have
one in the first place."
MBWA Practices
Managers consistently reserving time to walk through
their departments and/or to be available for impromptu
discussions.
Individuals forming networks of acquaintances
throughout their organizations
Lots of opportunities for chatting over coffee or lunch, or
in the corridors.
Managers getting away from their desks and starting to
talk to individual employees. The idea is that they should
learn about problems and concerns at first hand. At the
same time they should teach employees new methods to
manage particular problems. The communication goes
both ways.
Seven MBWA Principles-by
Tom Peters
Publicize the fact that you are out wandering 50% of the time,
and that your colleagues are as well (if you and they are).
Be meticulous in having meetings in others' offices/spaces
rather than yours.
Evaluate managers in part - and directly - on the basis of their
people's assessment of how well/how frequently they are in
touch.
Fire a supervisor who doesn't know all his people's first and
last names.
Hold meetings and reviews in the field.
Start randomly popping into offices and asking the inhabitants
why they aren't out.
If you are a manufacturing, or an R&D boss, etc., make sure
you have a second office in the workplace.
Main Benefits